文章通过深入分析跨境电商环境下浙江省制造业的两种主要业务模式——原始设计制造(ODM)和自有品牌制造(OBM),探讨了不同模式对企业竞争力的影响。具体案例包括久祺股份、巨星科技、中源家居和顾家家居。发现在ODM模式下,企业能够通过...文章通过深入分析跨境电商环境下浙江省制造业的两种主要业务模式——原始设计制造(ODM)和自有品牌制造(OBM),探讨了不同模式对企业竞争力的影响。具体案例包括久祺股份、巨星科技、中源家居和顾家家居。发现在ODM模式下,企业能够通过灵活的生产设计和较低的品牌建设成本应对市场需求,但也面临对客户需求的高依赖和品牌价值的局限性。相比之下,OBM模式赋予企业更高的利润空间和品牌影响力,但也需要承担更高的市场风险和投入。最后,总结了两种业务模式的优势和问题,并提出相应的对策建议。This article analyzes in depth the two main business models of Zhejiang Province’s manufacturing industry in the context of cross-border e-commerce environment—Original Design Manufacturing (ODM) and Original Brand Manufacturing (OBM), and explores the impact of the two different models on enterprise competitiveness. Specific case studies include Joy Kie Corporation Limited, Great Star Industrial, Zoy Home Furnishing Co., Ltd., and KUKA Home. Under the ODM model, enterprises can respond to market demand through flexible production design and lower brand-building costs, but they also face high dependence on customer needs and limitations in brand value. In contrast, the OBM model endows enterprises with higher profit margins and brand influence, but also bears higher market risks and investments. Finally, this article summarizes the advantages and problems of the two business models, and proposes corresponding suggestions.展开更多
文摘文章通过深入分析跨境电商环境下浙江省制造业的两种主要业务模式——原始设计制造(ODM)和自有品牌制造(OBM),探讨了不同模式对企业竞争力的影响。具体案例包括久祺股份、巨星科技、中源家居和顾家家居。发现在ODM模式下,企业能够通过灵活的生产设计和较低的品牌建设成本应对市场需求,但也面临对客户需求的高依赖和品牌价值的局限性。相比之下,OBM模式赋予企业更高的利润空间和品牌影响力,但也需要承担更高的市场风险和投入。最后,总结了两种业务模式的优势和问题,并提出相应的对策建议。This article analyzes in depth the two main business models of Zhejiang Province’s manufacturing industry in the context of cross-border e-commerce environment—Original Design Manufacturing (ODM) and Original Brand Manufacturing (OBM), and explores the impact of the two different models on enterprise competitiveness. Specific case studies include Joy Kie Corporation Limited, Great Star Industrial, Zoy Home Furnishing Co., Ltd., and KUKA Home. Under the ODM model, enterprises can respond to market demand through flexible production design and lower brand-building costs, but they also face high dependence on customer needs and limitations in brand value. In contrast, the OBM model endows enterprises with higher profit margins and brand influence, but also bears higher market risks and investments. Finally, this article summarizes the advantages and problems of the two business models, and proposes corresponding suggestions.
